EQ Coaching The Ultimate Development Tool by Peggy Grall
EQ Coaching The Ultimate Development Tool by Peggy Grall
another boardroom, in an earlier era, that would have been unthinkable. Today, it seemed almost
normal, even to me. I’ve come to regard the Michaels’ of Generation X, with respect, curiosity and
sometimes amusement. How different they are than the Boomers. They are so creative,
technologically savvy, change friendly and unimpressed with authority; so unwilling to sacrifice
everything for the company. Good for them!
Like so many of his cohort, Michael’s computer skills are stellar and his ability to learn quickly is
impressive. The dilemma with Michael is that he’s 26, and the company wants to promote him to
Manager of the Marketing department. He’s never managed anyone; heck, he’s only been working 4
years! This is a scenario I see duplicated repeatedly within the companies I coach.
The need to promote inexperienced, but technologically superior employees is quickly becoming a
key element in the succession planning of most organizations. Harvard Business School recently
published a study in which they found that most employees in the professional and technical fields
have an IQ of 110 – 120: several points above the average. However, their finding also indicated that
IQ accounted for only 10 – 25% of job success, and that the same employees who were high in IQ
were often challenged in EI - Emotional Intelligence. In another study conducted by Hay/McBer, it
was found that emotional competencies (EI) were “twice as important in contributing to excellence
as pure intellect and expertise.” In a similar study done by Michigan State in collaboration with the
University of Ohio, it was found that strong EI skills increased the likelihood of success as the
complexity of the job increased. For simpler jobs, like clerks and machine operators; those with
strong EI skills outperformed their colleagues by a ratio of three to one. For jobs of medium
complexity, like data entry, sales clerks and mechanics; the top performers outdid their counterparts
by a ratio of 12 to one. For the most complex jobs like lawyer, account managers and physicians; the
EI superstars were outperforming their colleagues by 127 %. Research consistently tells us that it is
an individual’s EI (the real stuff of leadership) and not IQ, that determines who makes good
employees, managers and leaders - and who doesn’t.
Emotional Intelligence skills are what we often think of as maturity; fully knowing one’s self,
regulating one’s emotions and intuitively interacting with others in a way that is respectful and
productive. The Emotional Competence Framework, as articulated by Daniel Goleman, author of
Working with Emotional Intelligence, includes:
· Self Awareness: Knowing ones internal states, preferences, resources and intuitions
· Self-Regulation: Managing one’s internal states, impulses and resources
· Motivation: Emotional tendencies that guide or facilitate reaching goals
· Empathy: Awareness of other’s feelings, needs and concerns
· Social skills: Adeptness at inducing desirable responses in others
Human Resource professionals are only too aware that over the next 5 – 10 years, as the Boomers
leave the workforce in droves, companies will be faced with the need to promote these young,
inexperienced Gen Xer’s – ready or not! Enter coaching!
2
Historically, coaching has been used primarily as a leadership development tool for a select few in an
organization. Today it’s being widely used for young men and women like Michael, to groom them
for assuming positions that will require maturity beyond their years of experience. For example, I’m
currently coaching a young computer analyst in a large pharmaceutical company. Her division needs
her to assume the responsibilities of West Coast manager when the position becomes vacant later
this year. She’s bright and eager; she’s also intimidated by complex decision-making, senior
employees and doesn’t yet have the personal presence to provide strong leadership to a team.
She can develop these qualities, but not through conventional training methods. In coaching sessions
she’s working on her ability to: be decisive under pressure, conduct productive meetings, think
strategically and communicate confidently with her team. By discussing hypothetical trial & error
scenarios in a confidential, non-threatening relationship with a seasoned coach, she is quickly
learning to emotionally manage herself and others. The individualized interaction with a coach will
get her where the company needs her to be - faster.
Many employees currently in Information Technology, Accounting and Marketing are Gen X’s or
Next’rs, and some like Michael, are managing employees old enough to be their parents. Although
it’s not new for an older generation to be managing a younger one, it is a new phenomenon for a
considerably younger person to be in a position of authority over someone older. The vast
differences between the current working generations; the disparity of technology skills, work ethic,
work/life focus and opportunity, all present specific challenges for both groups when one is in
authority over the other. As a result, coaching is often used as an approach to work with both sides
to create bridges of increased understanding, insight and cooperation. By linking a Gen X er with a
coach, they are able to gain access to a wealth of experience and knowledge that otherwise would
take them years to develop on their own. Beyond what simple mentoring can accomplish, coaching
can elicit the creativity of the young leader in a way that allows them to grow synergistically. For
management professionals responsible for succession planning, it makes sense to consider coaching
as a tool to accelerate the development of those savvy young Gen X’rs in your office.
(920 Words)
EQ Coaching The Ultimate Development Tool by Peggy Grall - To learn more about this author, visit Peggy Grall's Website.
Like this article? Share it with your friends
I smiled to myself when Michael walked in and put his feet up on the desk. I smiled because, in
another boardroom, in an earlier era, that would have been unthinkable. Today, it seemed almost
normal, even to me. I’ve come to regard the Michaels’ of Generation X, with respect, curiosity and
sometimes amusement. How different they are than the Boomers. They are so creative,
technologically savvy, change friendly and unimpressed with authority; so unwilling to sacrifice
everything for the company. Good for them!
Like so many of his cohort, Michael’s computer skills are stellar and his ability to learn quickly is
impressive. The dilemma with Michael is that he’s 26, and the company wants to promote him to
Manager of the Marketing department. He’s never managed anyone; heck, he’s only been working 4
years! This is a scenario I see duplicated repeatedly within the companies I coach.
The need to promote inexperienced, but technologically superior employees is quickly becoming a
key element in the succession planning of most organizations. Harvard Business School recently
published a study in which they found that most employees in the professional and technical fields
have an IQ of 110 – 120: several points above the average. However, their finding also indicated that
IQ accounted for only 10 – 25% of job success, and that the same employees who were high in IQ
were often challenged in EI - Emotional Intelligence. In another study conducted by Hay/McBer, it
was found that emotional competencies (EI) were “twice as important in contributing to excellence
as pure intellect and expertise.” In a similar study done by Michigan State in collaboration with the
University of Ohio, it was found that strong EI skills increased the likelihood of success as the
complexity of the job increased. For simpler jobs, like clerks and machine operators; those with
strong EI skills outperformed their colleagues by a ratio of three to one. For jobs of medium
complexity, like data entry, sales clerks and mechanics; the top performers outdid their counterparts
by a ratio of 12 to one. For the most complex jobs like lawyer, account managers and physicians; the
EI superstars were outperforming their colleagues by 127 %. Research consistently tells us that it is
an individual’s EI (the real stuff of leadership) and not IQ, that determines who makes good
employees, managers and leaders - and who doesn’t.
Emotional Intelligence skills are what we often think of as maturity; fully knowing one’s self,
regulating one’s emotions and intuitively interacting with others in a way that is respectful and
productive. The Emotional Competence Framework, as articulated by Daniel Goleman, author of
Working with Emotional Intelligence, includes:
· Self Awareness: Knowing ones internal states, preferences, resources and intuitions
· Self-Regulation: Managing one’s internal states, impulses and resources
· Motivation: Emotional tendencies that guide or facilitate reaching goals
· Empathy: Awareness of other’s feelings, needs and concerns
· Social skills: Adeptness at inducing desirable responses in others
Human Resource professionals are only too aware that over the next 5 – 10 years, as the Boomers
leave the workforce in droves, companies will be faced with the need to promote these young,
inexperienced Gen Xer’s – ready or not! Enter coaching!
2
Historically, coaching has been used primarily as a leadership development tool for a select few in an
organization. Today it’s being widely used for young men and women like Michael, to groom them
for assuming positions that will require maturity beyond their years of experience. For example, I’m
currently coaching a young computer analyst in a large pharmaceutical company. Her division needs
her to assume the responsibilities of West Coast manager when the position becomes vacant later
this year. She’s bright and eager; she’s also intimidated by complex decision-making, senior
employees and doesn’t yet have the personal presence to provide strong leadership to a team.
She can develop these qualities, but not through conventional training methods. In coaching sessions
she’s working on her ability to: be decisive under pressure, conduct productive meetings, think
strategically and communicate confidently with her team. By discussing hypothetical trial & error
scenarios in a confidential, non-threatening relationship with a seasoned coach, she is quickly
learning to emotionally manage herself and others. The individualized interaction with a coach will
get her where the company needs her to be - faster.
Many employees currently in Information Technology, Accounting and Marketing are Gen X’s or
Next’rs, and some like Michael, are managing employees old enough to be their parents. Although
it’s not new for an older generation to be managing a younger one, it is a new phenomenon for a
considerably younger person to be in a position of authority over someone older. The vast
differences between the current working generations; the disparity of technology skills, work ethic,
work/life focus and opportunity, all present specific challenges for both groups when one is in
authority over the other. As a result, coaching is often used as an approach to work with both sides
to create bridges of increased understanding, insight and cooperation. By linking a Gen X er with a
coach, they are able to gain access to a wealth of experience and knowledge that otherwise would
take them years to develop on their own. Beyond what simple mentoring can accomplish, coaching
can elicit the creativity of the young leader in a way that allows them to grow synergistically. For
management professionals responsible for succession planning, it makes sense to consider coaching
as a tool to accelerate the development of those savvy young Gen X’rs in your office.
(920 Words)
EQ Coaching The Ultimate Development Tool by Peggy Grall - To learn more about this author, visit Peggy Grall's Website.
Like this article? Share it with your friends
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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